Maximising Business Intelligence Social Housing

Best Practice / Change and Organization


Maximising Business Intelligence Social Housing
Trevor , CEO, United Kingdom

All community housing providers world wide face many of the same challenges – the need to do more with les, obtain value for money, meet the multiplex needs of the communities we operate in, comply with a shifting sand of regulation and contribute the governments wider agenda for community housing providers .


All community housing providers world wide face many of the same challenges – the need to do more with les, obtain value for money, meet the multiplex needs of the communities we operate in, comply with a shifting sand of regulation and contribute the governments wider agenda for community housing providers .

To do this we must accept change is the order of the day, that we must be a diverse player; that housing alone can no longer be the primary focus, We need to develop collaborations, shared services and partnership and new activities or services that make a difference in neighbourhoods and by doing so put focus on customer needs and sustainability. This means getting services right first time and maximising partnerships and business intelligence.

As Community housing providers we need to be responsive to our changing challenging environment and market needs and also to legislative requirements, we should not regard our plans and strategies and future as fixed, but must recognise that it is the start of a journey that we will adapt as we go on. Leaders and Senior Managers know the things that are critical to success and must therefore maximise the use of business intelligence systems and this means developing: •Intelligent strategies – identifying strategic priorities and agreeing real information needs. •Intelligent data – creating relevant and meaningful performance indicators as well as qualitative management information, maximising customer insights linked back to strategic information needs. •Intelligent insights – using good evidence to test and prove ideas and by analysing the data to gain robust and reliable insights into how the work works. •Intelligent communication – creating informative and engaging management information packs and dashboards that provide essential information, packaged in a way that is targeted and easy-to-understand to relevant audiences. •Intelligent decision making – fostering an evidence-based culture of turning information into actionable knowledge and real decisions and utilise the business case for change.

My experience of developing intelligent management systems has enabled me to understand both market and performance, to listen and respond to our present and future customers’ needs and aspirations and develop an organisational ability to make appropriate choices to ensure the progress only those opportunities which maximise benefits to the organisation and its stakeholders, develop its workforce and volunteers - ensuring a governing body with the competencies to deliver a high performing organisation with a strong focus on customer service which has embed a culture of “value for money” across the whole organisation.

My starting point is to evidence national, regional and local levels, in particular what is happening at the local neighbourhood level and this requires a diagnostic approach which includes socio-economic information, housing management data and a neighbourhood audit of local issues and the social capital of a neighbourhood and the use of a wide range of customer influencing methods to gather resident feedback. Based on this analysis we can prioritise neighbourhoods for action and by working with residents prepare Neighbourhood Plans identifying the interventions needed to make a real difference. This does not mean that we should do everything ourselves, we need to work with partners/volunteer organisations and where someone else is better placed to deliver an intervention support them and ensure that business decisions are made to facilitate the implementation of a strategy whilst ensuring that the view and interests of all stakeholders are represented at strategic level - ensuring accountability of the organisation to stakeholders and customers and also setting and ensuring the implementation of appropriate local, customer-facing policies within the framework of organisational policies and process's.

Utilising Business Intelligence in this way enables the setting of objectives for the organisation and partners within the overall structure provided by the organisation with particular reference to development and managing of the stock condition, the elevation of a business environment and the identification and reporting to Stakeholders or Board on priorty local issues, opportunities and threats to the Business Plan (priorities, financials and services) and evidencing improving quality of life for residents whilst ensuring the economic viability and future of the organisation.

Sound business intelligence is one of the most powerful tools a leader can possess and being customer aware is paramount to organisational sustainability.

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